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2) I'm no expert3) This presentation is the tip of the icebergSpecifically (but not limited to) taking a facilitative approach to market systems and value chain developmentGreat program design, great interventionsExcellent staff capacity: knowledge, skills, and attitudesGreat organization that is able to learn and adaptLearning Organizations: Enabling Flexible, Adaptive Programming to Stimulate Behavior Change in Complex SystemsOrganizational structures, tools, and leadership styles to manage very COMPLICATED programmingOrganizational structures, tools, and leadership styles to manage very COMPLEX programmingSide Note - What's the Difference?COMPLICATED - More predictability. Lots of moving parts, but cause-effect relationships are clear, and we can know them through understanding each individual part. We can also know the 'best/right' answer, even though it may be incredibly difficult to do.COMPLEX - Fundamentally unknowable. Each part (a) has autonomy, and (b) adapts and changes over time. Hidden causal relationships that aren't apparent until acted upon. There is no 'best/right' answer, and even when there is it changes over time...Three fundamental pillars of a highly adaptive learning organization geared to create change in complex adaptive systems...DO a lot. EXPERIMENT. TRY lots of things (aimed at same overarching objective) - since we don't know the 'right' answer...

Staff and teams REFLECT often and CRITICALLY on successes and failures

QUICKLY respond to above by ADAPTING and CHANGING activities and programsSo what does this look like?So what does this look like?But first...... but we can't manage for this directly - it needs to be organic.So we build organizations and teams where we maximize the probability of these behaviors emerging naturallyBuilding blocks of learning organizationsOutcome-oriented, consistently messaged, mutually understood missionBuffering staff from off-key messages. Translating donor requests rather than transmitting them to staffOpen concept office, rather than segregated workspaceWhiteboards and 'discussion-inciting' shared spacesGroup-based communication technologyQuarterly reviews and plans (rather than annual)Self-managed weekly personal work plansLearning and questioning being a performance metric?After-action reviewsAsking powerful questions (and investigating them) is expected of everyone (part of job description)Physical / Office Spaceand InfrastructurePlanning Processes and Reporting StructuresConsistent Mission & Messaging